CSUMB BUS 305 MIDTERM QUESTIONS WITH
VERIFIED ANSWERS
Management - Answers - getting work done through others
Controlling - Answers - monitoring progress toward goal achievement and taking
corrective action when needed
Top Managers - Answers - make long-term decisions about the overall direction of the
organization and establish the objectives, policies, and strategies for it
Middle Managers - Answers - responsible for setting objectives consistent with top
management's goals and for planning and implementing subunit strategies for achieving
these objectives
first-line managers - Answers - train and supervise the performance of non managerial
employees who are directly responsible for producing the company's products or
services
figure head role - Answers - the interpersonal role managers play when they perform
ceremonial duties
liaison role - Answers - managers deal with people outside their units
monitor - Answers - To watch closely and frequently; to observe and make note
spokesperson - Answers - being the official person to give out information
Disseminator - Answers - managers share information with subordinates and others in
the company
soldiering - Answers - when workers deliberately slow their pace or restrict their work
output
rate buster - Answers - a group of members whos work pace is significantly faster than
the normal
Motion Study - Answers - breaking each task or job into its separate motions and then
eliminating those that are unnecessary or repetitive
, Time Study - Answers - timing how long it takes good workers to complete each part of
their jobs
Grantt Chart - Answers - graph that shows tasks to compete at which times
Integrative conflict resolution - Answers - have both parties indicate their preferences
and then work together to find an alternative that meets the needs of both
Contingency Approach - Answers - no universal management theory , it all depends on
the context & situation at hand
punctuated equilibrium theory - Answers - the theory that companies go through long
periods of stability (equilibrium), followed by short periods of dynamic, fundamental
change (revolutionary periods), and then a new equilibrium
environmental complexity - Answers - the number and the intensity of external factors in
the environment that affect organizations
simple environment - Answers - few external factors
complex environment - Answers - many external factors
General Environment - Answers - trends that indirectly effect organization
cognitive maps - Answers - graphic depictions of how managers believe environmental
factors relate to possible organizational actions
organizational culture - Answers - the values, beliefs, and attitudes shared by
organizational members
visible artifacts - Answers - visible signs of an organization's culture, such as the office
design and layout, company dress code, and company benefits and perks, like stock
options, personal parking spaces, or the private company dining room
Four components of general environment - Answers - economic, technological,
sociocultural, political
Five components of specific environment - Answers - Customers, Competitors,
Suppliers, Industry regulations, Advocacy groups
production deviance - Answers - unethical behavior that hurts the quality and quantity of
work produced
property deviance - Answers - unethical behavior aimed at the organization's property or
products
VERIFIED ANSWERS
Management - Answers - getting work done through others
Controlling - Answers - monitoring progress toward goal achievement and taking
corrective action when needed
Top Managers - Answers - make long-term decisions about the overall direction of the
organization and establish the objectives, policies, and strategies for it
Middle Managers - Answers - responsible for setting objectives consistent with top
management's goals and for planning and implementing subunit strategies for achieving
these objectives
first-line managers - Answers - train and supervise the performance of non managerial
employees who are directly responsible for producing the company's products or
services
figure head role - Answers - the interpersonal role managers play when they perform
ceremonial duties
liaison role - Answers - managers deal with people outside their units
monitor - Answers - To watch closely and frequently; to observe and make note
spokesperson - Answers - being the official person to give out information
Disseminator - Answers - managers share information with subordinates and others in
the company
soldiering - Answers - when workers deliberately slow their pace or restrict their work
output
rate buster - Answers - a group of members whos work pace is significantly faster than
the normal
Motion Study - Answers - breaking each task or job into its separate motions and then
eliminating those that are unnecessary or repetitive
, Time Study - Answers - timing how long it takes good workers to complete each part of
their jobs
Grantt Chart - Answers - graph that shows tasks to compete at which times
Integrative conflict resolution - Answers - have both parties indicate their preferences
and then work together to find an alternative that meets the needs of both
Contingency Approach - Answers - no universal management theory , it all depends on
the context & situation at hand
punctuated equilibrium theory - Answers - the theory that companies go through long
periods of stability (equilibrium), followed by short periods of dynamic, fundamental
change (revolutionary periods), and then a new equilibrium
environmental complexity - Answers - the number and the intensity of external factors in
the environment that affect organizations
simple environment - Answers - few external factors
complex environment - Answers - many external factors
General Environment - Answers - trends that indirectly effect organization
cognitive maps - Answers - graphic depictions of how managers believe environmental
factors relate to possible organizational actions
organizational culture - Answers - the values, beliefs, and attitudes shared by
organizational members
visible artifacts - Answers - visible signs of an organization's culture, such as the office
design and layout, company dress code, and company benefits and perks, like stock
options, personal parking spaces, or the private company dining room
Four components of general environment - Answers - economic, technological,
sociocultural, political
Five components of specific environment - Answers - Customers, Competitors,
Suppliers, Industry regulations, Advocacy groups
production deviance - Answers - unethical behavior that hurts the quality and quantity of
work produced
property deviance - Answers - unethical behavior aimed at the organization's property or
products
